Transcript Document

BIG Fulfilling Lives Programme
South East Partnership
Update – 22nd April 2013
Funding
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Brighton, Eastbourne and Hastings was identified as one of 15 areas in which the
Lottery was considering investing in.
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We envisaged seeking up to a maximum of £8 million funding over the 8 years of
the programme, depending on the detail of the final application. Once divided
over the three localities and over the eight years of the programme, around
£300,000 per annum for each locality. Final application was for £9.2m.
Funding
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We completed our first round application - Vision and Strategy Document - in Dec
last year. We heard at the end of March that our application has been successful
in going through to the second round.
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10 out of the original 15 bids invited have been successful in going through.
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This is an In-principle offer for £9.2m funding, conditional on us submitting a
project plan and partnership agreement that are acceptable to the England
Committee
South East Partnership
Core Group and Lead Partner
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Following the locally agreed process, Brighton Housing Trust was selected to be
the Lead Partner for the bid.
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It is a condition of funding that the bid is led by a voluntary sector agency.
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Following the same process, the Core Group was finalised.
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The group is made up of agencies in the voluntary and statutory sectors as follows:
Core Group Members
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Voluntary sector reps:
BHT Sussex
CRI
Sanctuary Supported Living
Southdown Housing Association
Sussex Central YMCA
Sussex Oakleaf
Equalities and Diversity rep: Brighton Women’s Centre
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Statutory sector reps:
Brighton and Hove City Council
East Sussex County Council
Hastings Borough Council
Eastbourne Borough Council
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Other:
Homeless Link
The Partnership Group
There are currently 63 organisations in this group - all of the
organisations that have expressed a wish to be included.
3VA
Albion in The Community
Allsorts Youth Project
AVA (Against Violence and Abuse)
BMECP (Black and Minority Ethnic Community
Partnership)
Brighton & Hove City Council
Brighton & Hove Strategic Partnership
Brighton Housing Trust
Brighton Oasis Project
Brighton Unemployed Centre Families Project
Brighton Women's Centre
Brighton YMCA
Business in the Community
Catch22
Citizens Advice 1066
Clare Demuth
Construction Youth Trust
Crawley Open House
CRI (Crime Reductions Initiative)
CVSF (Community and Voluntary Sector Forum)
East Sussex County Council
Eastbourne Borough Council
Eastbourne CAB
Education Futures Trust
Equinox
ESAP (East Sussex Advice Partnership)
Friends, Families and Travellers
Hastings Borough Council
Hastings Voluntary Action
Homeless Link
Impact Initiatives
Impetus
Justlife
Mind in Brighton & Hove
MindOut
NCDA Ltd (Newhaven Community Development
Action)
Panos
People Can South East
Resolving Chaos
RISE (Refuge, Information, Support and
Education)
RU-OK Young Persons Substance Misuse Service
Sanctuary Supported Living
Shaw Trust
SEAP (Support, Empower, Advocate, Promote)
Seaview Project
Southdown Housing Association
Surrey & Sussex Probation Trust
Sussex Central YMCA
Sussex Downs College
Sussex Oakleaf
Sussex Partnership NHS Foundation Trust
Sussex Police
Sussex St John Ambulance
The Disabilities Trust Foundation
The Meadows
The Prince's Trust
The Whitehawk Inn
Together Working for Wellbeing
Tomorrow's People
Turn2us
Turning Point
Women's Wisdom
YPC (Young People's Centre)
Delivery Partners
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Once the programme has been established, and if we are successful in receiving
funding from BIG, delivery partners will come from appropriate organisations or
partnerships that can successfully deliver aspects of the programme.
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A thorough and equal process for partners to deliver on the many activities that
will form the bid will be developed by the Core Group, in full consultation with the
Partnership Group.
The model submitted
To meet the priorities of the Partnership Group and the criteria of the BIG Lottery,
the four key areas of focus:
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Improving Navigation and Co-ordination and Service Delivery for people facing
multiple needs – The programme will help people navigate systems and
procedures and will target specific complex issues; the programme will work with
agencies to explore and overcome current service barriers and work with
commissioners to bring about systems change. Agencies with innovative ideas
around new forms of service integration or interventions will be able to bid to the
partnership for funding.
The model submitted
2. Ensuring that statutory and voluntary services become more flexible in their
responses for people with multiple needs: e.g. longer opening hours/assertive
outreach/speedier appointments/changes to service delivery; and ensuring that this is
sustainable in the long-term through concrete changes to commissioning structures
and contracts.
3. Ensuring that people facing multiple needs are involved in service planning and
delivery: including employing a team of paid Service User Consultants, having Service User
Leads on the project’s Steering Groups, establishing service user panels in each area, involving
service users in strategic planning and embedding peer support models in services.
The model submitted
4. Encouraging and disseminating learning:
To share the learning we will gain through delivering the programme. To share this
locally, regionally and nationally. To facilitate and attend good practice events and to
understand what has worked well elsewhere and to share our own findings (of what
has not worked well, and why, as well as our successes).
The model submitted
Multiple & Complex
Needs (MCN)
Project Manager
MCN Area Lead
Co-ordinator
(Brighton & Hove)
Project Co-ordinator
(Systems change /
strategic development)
Project Co-ordinator
(Specialist Worker
frontline /
service delivery)
MCN Area Lead
Co-ordinator
(Eastbourne)
Project Co-ordinator
(Specialist Worker
frontline/
service delivery)
Project Co-ordinator
(Systems change /
strategic development)
Project Co-ordinator
(Specialist Worker
frontline /
service delivery)
MCN Area Lead
Co-ordinator
(Hastings)
Project Co-ordinator
(Specialist Worker
frontline/
service delivery)
Project Co-ordinator
(Systems change/
strategic development)
Project Co-ordinator
(Specialist Worker
frontline/
service delivery)
Project Co-ordinator
(Specialist Worker
frontline/
service delivery)
The model submitted - specialists
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Each of these 3 teams team will undertake new interventions/pilots/ ways of
working with the client group.
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6 new specialist posts (2 in each geographical location) will work with service users
on a targeted one-to-one basis, all of whom will be those with the most complex
needs.
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These workers will co-ordinate all services involved with each individual client and
work pro-actively and creatively to ensure clients are able to navigate and access
the services they need, and can remain engaged.
The model submitted - specialists
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Specialists will be recruited into these posts - staff with considerable experience
and training in the areas of work (eg. prolific offending, sex working, abuse etc.)
who can bring new, creative and personalised interventions.
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Caseloads will remain small and manageable and completely targeted to those
who are the hardest to reach, living highly chaotic lives with the most complex and
entrenched problems.
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These posts will change during the Programme, as will the post holders, and the
employing agency.
The model submitted – service reviews.
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10 services/roles will undergo a process of review and evaluation each year,
leading to lasting change in design and delivery, to better meet the needs of this
client group and achieve better outcomes.
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In each of the 3 geographical areas 2 posts will lead on this work. Changes may
include opening times, access criteria, exclusion decisions, locations, co-ordinated
referral processes etc.
The model submitted – service reviews.
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The aim will be to work with service providers to jointly assess how their provision
serves this group and where they could make changes for improvement. Existing
services will be better configured.
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Service users and ex-service users will be centrally involved in this process.
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Workers will bring the additional resource(s) necessary to undertake
this work. This work will hopefully inform commissioning and policy
decisions.
The model submitted
Also in each locality:
 Service User Panels: will identify service barriers and problems and
explore solutions, use findings to identify role/service reviews and inform
activities
 Service User Consultants: employed to lead on SU Panels, develop peer
support models, advise on barriers, develop involvement in strategic
planning
 Team of Peers: to escort service users to appointments etc.
The model submitted
• Rapid Response intervention costs £ 240,000 x 8 years:
This figure breaks down to £10,000 per year in each of the three locations over eight
years to enable a Rapid Response Interventions Fund.
This fund will be used to provide emergency support where this is necessary to ensure
a client’s safety and well-being. This will be used, for example, to purchase emergency
accommodation (eg. temporary B&B) clothing, bedding, food, travel, emergency
accommodation, incentives to engagement, communication costs (interpreters etc).
The fund will be used to meet clients’ basic needs to support initial engagement /
overcome practical barriers that have traditionally impeded engagement. There is no
statutory provision to provide such direct, quickly accessible and personalised financial
responses to meet clients’ immediate needs.
The model submitted
• MCN Access Fund - £120,000.00:
This breaks down to £5,000 in each location over eight years.
This fund will enable project co-ordinators/key workers to access a small pot
of money (up to £500 per client) for any costs that cannot be met elsewhere
for items that support the clients’ longer term journey recovery, such as
resettlement costs, rent/deposit in advance, relocation costs, furniture &
bedding, cooking equipment for new accommodation, travel to appointments
etc.
The model submitted
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Activities - £1,440,000:
£60,000 each year in each location to implement new activities into existing projects
and services as highlighted in service user consultations and consultation with the
Partnership Group. Eg, to fund sports and activities to encourage diversion from
substance and alcohol misuse, encourage and enable the building of support networks
and friendships, developing interests, enabling clients to “do what I used to like
doing”. Need for this type of activity / intervention was consistent theme in
consultations, to encourage and enable engagement with especially hard to reach
clients; the ability to engage with clients in different settings, under different
circumstances, and in creative and new ways
– informal and more equal settings.
Next…
• BIG Project Planning Guide - details all information to be
submitted within the Project Plan by September.
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This includes:
Executive Summary - summarise the overall aim of the project, how you’ll achieve
it and who will benefit and how
Organisation and Partnership Summary – give details of the Lead Organisation
and Core Group members
Project Background – explain how the project has been developed
to date
Project Need – describe the needs of the people your project will target
Project Outcomes – list outcomes and indicators
Project Delivery – how will you carry out projects, mechanisms,
options considered
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Timetable – detailed breakdown of activities for the first two years
Engaging with Service Users – how they will be involved in development ,
management and delivery
Monitoring and Evaluation – how you will monitor and evaluate the impact of
project and interventions
Equalities – how you make sure everyone who could make use of the project will
know about it and be able to use it
Project Resources – staff and other resources to deliver project
Project Budget - give a projection of all revenue, capital and overhead
costs for each year of project
Next…
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Financial Planning – processes and procedures to monitor and manage income
Financial Appraisal – VAT, rationale for costs calculation, factors that will affect the
viability of the project, fundraising & State Aid
Marketing and Communications - how you will publicise your work and
achievements
Risk Analysis – include a table describing the main risks and how they
will be managed
Lasting Impact - how you promote the benefits of the project to key stakeholders,
identify and work with other organisations that don’t know about your work yet,
contribute to any existing local and national strategies, any plans to incorporate
the project activities or services into the core work of the organisation and others
Supporting Information - including annual accounts and draft policies
Partnership Agreement